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Project Management at the Edge of Chaos pp 39–79Cite as

Options of Complexity Regulation

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Abstract

After having learned the essential properties of complex systems in previous chapters, we will now approach the regulation of complexity in projects in this chapter. We will do this by addressing the fundamental possibilities of regulation. We need these as a prerequisite to classify, understand and apply the theories, models and examples listed in the following chapters.

The best in this kind are but shadows; and the

worst are no worse, if imagination amend them.

William Shakespeare, A Midsummer Night’s Dream

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Notes

  1. 1.

    We understand abstraction as a form of bundling or class formation: different behaviors are assigned to a capability, the capabilities are themselves assigned to a value, a belief system or a basic assumption, etc. In this case the bundles or categories become more abstract with each level of bundling or class formation. The value of “trust” in this sense is much more abstract than one of the assigned abilities such as “approaching other people with an open mind” and this capability is, in turn, more abstract than concrete behavior: “While he is approaching the other person, he smiles and waves happily”.

  2. 2.

    Translation by the authors.

  3. 3.

    Annotation by the authors.

  4. 4.

    In line with NLP [6], we are talking about a mental strategy to make it clear that it can be related to different intuitive contents and can also be used by others as a model for the training of creative intuition.

  5. 5.

    Translation by the authors.

  6. 6.

    Some also speak of an incubation period: Here, wrong tracks may be taken or mistakes made, as these increase the incubation time. Within the framework of the theory of self-organization, we speak of fluctuations that are necessary to scan the space of possibilities.

  7. 7.

    By solving the two equations, you get the result of 5 Euro cents:

    Price bat + Price ball = 1,10 €

    Price bat = 1 € + Price ball

  8. 8.

    Priming thus acts as an order parameter and can counteract the values of employees whose mutual appreciation acts as a control parameter.

  9. 9.

    Parameters such as values can occur as control parameters or as order parameters. For an individual, motives, values and basic assumptions operate as order parameters, as well as values and basic assumptions, which an organization decides on, and acts on as order parameters. In a team or an organization, mutual appreciation of individual motives, values and basic assumptions by team members, however, operate as control parameters.

  10. 10.

    Translation by the authors.

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Author information

Authors and Affiliations

  1. IFST – Institute for Social Technologies GmbH, Stolberg, Germany

    Alfred Oswald

  2. BASF SE, Ludwigshafen, Germany

    Jens Köhler

  3. Weinheim, Germany

    Roland Schmitt

Authors
  1. Alfred Oswald
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  2. Jens Köhler
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  3. Roland Schmitt
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Oswald, A., Köhler, J., Schmitt, R. (2018). Options of Complexity Regulation. In: Project Management at the Edge of Chaos. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-48261-2_3

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  • DOI: https://doi.org/10.1007/978-3-662-48261-2_3

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  • Publisher Name: Springer, Berlin, Heidelberg

  • Print ISBN: 978-3-662-48260-5

  • Online ISBN: 978-3-662-48261-2

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